Showing papers on "Value chain published in 1992"

Value and Strategy: Competing Successfully in the Nineties

Abstract: Introduction: The Search for Strategy The Value Process Value as Experience and Decision Value in Action: The Transaction Strategy and Creating Value Turnover and the New World of Business Creating the Market: Integration, Differentiation, and Competition Position, Profit and Strategy The Business The Business Organization The Holographic Organization Classical Organization Strategies The Value Organization Strategy Capital and Management in Value Strategy Production and the Value Relationship Producing for Value Value Relationships at Work: Co-Involvement Management and Value Glossary Bibliography Index

The value chain in multinational electronics manufacturing enterprises operating in newly industrialized countries

Abstract: This paper presents observations on the value chain in US multinationals operating in the electronics manufacturing sector of the Singapore economy and shows that current disaggregated views of the value chain do not have the richness of representation to assist companies in their international configuration decisions.

Swp 22/92 the value chain in service operations strategy

Abstract: This paper explores the use of the value chain concept suggested by Porter as a tool in establishing service operations strategy. The original model has been adapted to emphasise the operational context to produce a framework for considering service delivery to meet strategic objectives. The use of the revised model as for resource activity mapping within a workshop environment described. 1. The Basis for Competition The idea of a value chain was first suggested by’ Michael Porter (Porter 1985 ) as a way of presenting the build of value (as related to the end customer) along the chain of the activities which go to make up the final offering to the customer. Hergert and Morris (1989) state, ” The fundamental notion in the value chain analysis is that a product gains value (and costs) as it passes through the vertical stream of production within the firm (design, production, marketing, delivery, service). When created value exceeds costs a profit is generated”. The concept of value of a product or a service is associated with products and services being viewed as a bundle of attributes (Lancaster, 1975). The creation of this bzmdle can result from a number of configurations of the value chain so that a particular firm’s configuration and resulting b-undle of offerings to its customers will be unique. This is the basis of the concept of competitive advantage. Reed and DeFillippi trace the concept back to Chamberlin (1939) with a development by Selznick (1957) who linked competitive advantage to competences developed within a firm. Competences and competitive advantage were seen as part of the development of strategy and Hofer and Schendel(l978) state that competitive advantage is “the unique position an organisation develops vis-a-vis its competitors through its patterns of resource deployment”. However, as pointed out by Reed and DeFillippi, competencies and competitive strategy are still viewed as independent variables and performance is the dependent variable. The move to competitive advantage being at the centre and, in Reed and DeFillipi’s view, being the dependent variable came with Day (1984) and Porter (1985) when competitive advantage is seen as being the purpose of strategy so that competitive performance and competitive advantage are directly linked. In Porter’s terms the firm’s competitive strategy is based either on low cost or differentiation, derived from the way in which resources are configured within the value chain. Four other developments to the concept of competitive advantage may be explored. Cranfield School of Management, Cranfield, Bedford MK43 OAL, UK, Tel: 0234 751122, Fax: 0234 751806